In 1999, Kangol’s trade sales were at £23 million and declining. Debt was at £18 million and increasing. Headwear manufacturing was losing £1.5 million a year.

The work force of over 1,500 was employed across three factories in the UK and one in China. The US business was stuck at $12 million annual sales and losing money.

The business lacked focus and the brand was under utilised.

Recruited by Kleinwort Capital Private Equity the task was to convert the company into a profitable business and sell it within 3 years.

We grew sales by focussing on the global youth market and by introducing new product categories . Trading profits increased from enhanced gross margins. We repaid debt through increased cash and the sale of properties.

When headwear manufacturing returned to profit we sold the business under a long term license agreement with lucrative royalty revenues.

By 2005 the company had been transformed from a loss making headwear manufacturer into a vibrant brand management group with15 licensees worldwide and a Kangol brand recognised as a rising star.

The licensing business with 5 full time staff; zero debt; trade sales at £45 million; a P.B.I.T. of £1 million and a brand capable of being stretched into new categories and services was successfully sold in October 2006.

Recruited by Private Equity Group, 21 Invest ( a division of Benetton) I took the company from a position of serious financial difficulty into one of sustainable growth and profit that permit ted a successful sale of the business as a going concern.

During my tenure:

• Sales grew from £17million in 1997 to £22million by the end of 1999.
• Profits grew from a £300k EBIT in 1997 to £1.3million in 1999.
• Overhead was slashed and savings ploughed back into brand building.
• The business was transformed from a manufacturing led company in 1997 to a marketing led organisation in 1999.
• Gross margins improved from 28.8% of sales in 1997 to 34.4% of sales in 1999
• Success was driven by improved product design and a brand strategy that separated Karrimor from its competitors .

This $120 million division of Converse Inc. U.S.A., distributed athletic footwear, clothing and accessories . It was responsible for almost half the corporation’s total sales.

My brief was to re-structure the company from a disparate group of distributors into a profitable centrally managed structure of wholly owned divisions.

Reporting to me was a staff of 3 regional general managers and 4 divisional directors (finance, operations, product and marketing) I was accountable for the division’s growth, profit and strategic planning and, in 3 years, achieved the following results:

• Increased sales and profit with strategy management and bottom line responsibility under 3 S.B.U’s, and tactical management and operating profit responsibility at subsidiary level.

• Bought out the German, Benelux, French, Austrian, Swiss and Scandinavian distributors and replaced them with wholly owned subsidiaries.

• Closed 8 local warehouses and replaced them with a single Benelux based logistics platform.

• Introduced a marketing strategy that fused direct marketing with wholly owned retail stores and strategic alliances with key European sporting goods retailers.

• Launched an authentic sports clothing collection that worked with the core footwear categories.


• Increased the potential for emerging markets business (notably Eastern Europe) through joint ventures and regional sales offices.

Gross sales increased from $68 million in 1994, with 4% pre-tax income, to $110 million in 1995 with 6% pre-tax income and $112 million for 1996 with 8% pre-tax income. Operating costs were slashed and the single warehouse project reduced inventory carrying costs by 15% with improved service levels and response times.

As managing partner I worked for some of the best brands in the American apparel business.

We provided turn key solutions for those entering Europe for the first time and assisted others, already established in Europe, to convert distributorships into wholly owned subsidiaries.

Through an alliance with T.D.G. Distribution Plc., one of Europe’s most successful logistics companies, we provided advice on supply chain management and logistics issues that complemented our brand building and customer service work

We were among the first to introduce processes for the apparel industry that shortened lead times, reduced inventory carrying costs and minimised close-out risk.

The client list included: Patagonia Inc; Lands’End; L.L.Bean; Lowe Alpine;
V.F. Corporation; G.H.Bass; StrideRite International; Perry Ellis Int; Levis Europe

Restructured the European division to support growth into the 90’s. Opened the European headquarters in France. Converted distributor businesses into wholly owned marketing subsidiaries and spearheaded the drive into the outdoor clothing market.

Restructured the marketing & manufacturing activities. Implemented overhead reduction programs and introduced sales advancement initiatives which, within
3 years, returned the division to operating profits after 5 years of losses.

The company had suffered several years of trading losses and needed revitalising. With a new management team I returned the company to profitability within 2 years.

Managed 8 sales and marketing subsidiaries through three years of increased sales and profits. Pioneered the use of sales forecasting tools to minimise manufacturing and inventory risks. Centrally managed the first ever pan European advertising campaign for the jeans business.